CITY OF YELM
Mayor JW Foster
Michael Grayum, City Administrator
Grant Beck, Planning & Economic Development Director
Tami Merriman, Associate Planner
THURSTON ECONOMIC DEVELOPMENT COUNCIL
Michael Cade, Executive Director
Aslan Meade, Business & Investor Relations Manager
George Sharp, Rural Project Coordinator
Kyle Weise, Project Manager
Karissa Benjamin, Marketing & Events Manager
YELM PLANNING & ECONOMIC DEVELOPMENT COMMITTEE
Mayor JW Foster
Molly Carmody, Councilmember
Cody Colt, Councilmember
Terry Kaminski, Councilmember
YELM CITY COUNCIL
Mayor JW Foster
EJ Curry, Councilmember
Molly Carmody, Coucilmember
Cody Colt, Councilmember
Tad Stillwell, Councilmember
Tracey Wood, Councilmember
Joe DePinto, Councilmember
Terry Kaminski, Councilmember
TABLE OF CONTENTS
INTRODUCTION .............................................................................................................. 1
PROCESS UNDERTAKEN ................................................................................................. 2
ECONOMIC DEVELOPMENT DATA ..................................................................................... 7
OVERVIEW
INFLOW/OUTFLOW
JOBS BY CATEGORY
RETAIL POTENTIAL
STRATEGY ELEMENTS .................................................................................................. 13
LOCAL BUSINESS DEVELOPMENT
TARGETED INDUSTRY GROWTH
COMMUNITY INFRASTRUCTURE DEVELOPMENT
CAREER PATHWAYS AND WORKFORCE READINESS
BRAND DEVELOPMENT, COMMUNICATIONS, AND PARTNERSHIPS
SWOT ANALYSIS ......................................................................................................... 21
CONCLUSION............................................................................................................... 22
APPENDIX 1—PARTNERS .............................................................................................. 23
APPENDIX 2—THURSTON EDC ..................................................................................... 25
CONTENTS & ACKNOWLEDGEMENTS
INTRODUCTION E
conomic development plays a crucial and vital role in creating a roadmap for a successful and vibrant
community. The State of Washington, through its Growth Management Act, requires that cities and
jurisdictions develop, implement and update elements and plan chapters such as housing and transportation.
But the practice and planning of economic development spans many, if not all of a community’s planning
documents. It creates a roadmap of success – of how a community is able to afford many of the things it deems
necessary in the creation of a successful community.
It is the intent that this be a central document that collects and organizes the economic and community
development priorities voiced by the citizens, business leaders, council members, educational, and civic group
leaders of Yelm. These priorities become action items — actions presented on a five year horizon and matched with
tangible results that can be tracked and recorded, ensuring that the strategic plan can be adjusted and improved
over time to deliver the highest degree of positive impact possible to the community of Yelm.
This strategic plan does not replace individual organizational plans and goals, but rather serves as a unifying goal
and accomplishment sharing strategy that is aligned under the moniker of building a strong and vibrant Yelm.
In many respects, the source documents referenced throughout this strategy represent the growing importance and
role that Yelm has in the region’s economic development vibrancy. The timing of this strategy is coincident with
partners publishing key and critical research and strategy elements. These include the Thurston Regional Planning
Council’s Sustainable Communities strategy; the Pacific Mountain Workforce Development Council’s Industry Cluster
Study, and the Thurston Economic Development Council’s Thurston Community Economic Alliance. Where possible
and feasible, the opinions and priorities of Yelm’s citizens and leadership were aligned with different elements of
these regional documents. Strategically, this allows Yelm to leverage and pull into the community resources that will
work to implement this strategic plan and document elements.
The City of Yelm has been ranked, certainly during the past decade and most likely for the past 15-20 years, at the
top of communities in Washington State for growth rates. Many factors can be pointed to that have helped create
this trend. The quality of life found throughout the community is at the top of all factors contributing to this growth.
So too is the proximity to one of the State of Washington’s largest employers and economic drivers – Joint Base
Lewis McChord (JBLM). JBLM not only serves as an employment center, but also a generator of retail companies
that seek out the personnel that is affiliated with the base. The base has been relatively stable in its size and scope
of service, and it is anticipated that that this relative stability will continue well into the next decade. Yelm’s location,
geographically well-positioned in the South Puget Sound market has a recognized trade area extending westward
through Thurston County, and eastward into Pierce County – capturing market interests from the communities of
Tenino, Rainier, Roy, Eatonville, and Lakewood. All elements contributing to growth factors. Yelm leadership has
done an excellent job of recognizing these factors and has planned for accommodating and capitalizing on these
growth factors.
The City Mayor, Council and senior leadership of staff have well positioned their community to take significant action
to secure their economic development future. This document is a capture of the work and community outreach
undertaken to solicit thoughtful and strategic input. This document is intended to align critical data elements that
ensure that actions have the greatest opportunity for a successful and positive impact. Additionally, a careful
analysis of strengths, weaknesses, opportunities, and threats was conducted that lends support to priorities of the
community as well as addressing gaps of service that hinder business growth and an expansion of an
entrepreneurial culture.
The strategic elements are presented as steps that should be considered as recommendations and, where possible,
are drafted identifying critical partnership groups that are well poised to impact the economy.
PROCESS UNDERTAKEN I
n 2017, the City Council adopted an updated Comprehensive Plan, culminating a 4-year public process that
included hundreds of hours of public participation including meetings with neighborhood associations and
business organizations, open houses, and formal public hearings.
The plan is comprehensive in nature and includes, as required by the Growth Management Act, goals and policies
relating to the Economy. The Washington State Growth Management Hearings Board once stated, “In planning, as in
life, everything is related to everything.” Building a sustainable and livable community requires a vibrant economy to
provide its citizens a place to shop and work.
Plans are important to help envision a future. To create that future, implementation of those plans is required. To
create specific actions that implement Yelm’s vision of a vibrant economy, Yelm, the city, embarked upon an effort to
understand the needs of the business community in order to develop a strategy to help retain, expand, and attract
businesses.
ECONOMIC GOALS OF THE YELM COMPREHENSIVE PLAN
The objective of the economic development chapter is to encourage the location of jobs, goods, and services for the
residents of Yelm and Yelm’s service area as an urban center serving southeast Thurston and south Pierce counties.
Goal 1 Create a healthy economic base for the community by supporting clean industry, tourism, higher
education, vocational education, and retail services.
Policy 1.1 Support the development of retail and commercial services to meet the needs of the
community.
Policy 1.2 Support clean industry by providing large parcels suitable for development and supporting
infrastructure.
Policy 1.3 Support actions to preserve the charm and improve the character of Yelm's historic Central
Business District.
Policy 1.4 Encourage new commercial services to locate in existing commercially zoned areas.
Policy 1.5 Encourage the location of higher education and vocational education institutions in Yelm,
focused on areas of interest in Yelm, such as:
Agriculture
Horticulture
Forestry
Policy 1.6 Market Yelm’s attractions to tourists; such as its agricultural setting, views of Mount Rainier,
location at the head of the proposed regional railway right-of-way trail, fishing, hiking, bicycling,
horseback riding, and day-trip proximity to Mount Rainier, ocean, and theme parks.
Policy 1.7 Support the development of a survey of the strengths and weaknesses of the local economy
and develop strategies to address the results.
Policy 1.8 Support the development of a summary of the state of the local economy.
Policy 1.9 Join with the Thurston Economic Development Council to identify potential businesses to locate
in Yelm’s industrial areas.
Policy 1.10 Join with the Thurston Economic Development Council to promote cottage industries within
the community.
Policy 1.11 Coordinate with state run universities and community colleges to promote Yelm as a satellite
location for a state education center.
Goal 2 Coordinate economic development efforts to attract and retain businesses and jobs.
Policy 2.1 Support efforts by the Thurston Economic Development Council and Yelm Chamber of
Commerce to develop an intergovernmental collaboration and coordination panel focused on
sustainability and aligned with economic development organizations.
Policy 2.2 Support regional efforts to establish and update a matrix of development processes and
publish a white paper as the guidepost for comprehensive plan updates and local land use
issues.
Policy 2.3 Coordinate with other permitting jurisdictions to advocate for permitting vision, clarity, and
predictability.
Policy 2.4 Support regional efforts to create a community-wide vision and action plan for coordinated and
efficient governance that enlists multiple organizations in the implementation of defined
community priorities and goals.
Policy 2.5 Encourage the creation of a City economic development effort to include marketing to attract
new businesses that are consistent with the community’s vision, to support retaining existing
businesses, and to support small businesses.
Policy 2.6 Explore opportunities to defer or delay system development charges to encourage new
business and facilitate revitalization in the City.
Policy 2.7 Explore incentive opportunities to encourage infill development within the City.
Goal 3 Foster industry clusters to create jobs and increase revenue circulation locally.
Policy 3.1 Support efforts to create local opportunities for educational funding.
Policy 3.2 Support efforts to encourage the Washington State Legislature to create business tax
incentives/credits.
Goal 4 Create an innovation culture to encourage entrepreneurship.
Policy 4.1 Support regional efforts to explore public-private partnerships for creation of a community
artist’s center as a place for arts to exist and interact.
Policy 4.2 Support efforts to evaluate the potential for creating a South County telework center, perhaps
co-located with a small business incubator, library, or other appropriate use.
Policy 4.3 Support private efforts to recruit artists and entertainers in order to create vital urban places
that make the community an exciting place to live and attract young innovators.
Goal 5 Provide robust infrastructure to support economic development.
Policy 5.1 Support/preserve long-term investment in multimodal transportation.
Policy 5.2 Build capacity in telecommunications and fiber networks for commercial &
industrial properties/business parks and employment centers.
Policy 5.3 Identify telecom/infrastructure gaps in the network, and place conduit during
public works construction projects.
Policy 5.4 Consider “last mile” freight delivery needs when developing site design and
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ingress/egress requirements, street standards, and neighborhood-commercial circulation.
Policy 5.5 Advocate for sustainable funding mechanisms.
Goal 6 Ensure adequate supply of shovel-ready land along primary transportation corridors and invest in
commercial and industrial redevelopment.
Policy 6.1 Assess buildable land availability/readiness.
Policy 6.2 Support regional efforts to protect employment-bearing lands and ensure an adequate supply
to match target industries (medical, manufacturing, food, chemical).
Policy 6.3 Support brownfield clean-up strategies/planned actions for development and
redevelopment.
Goal 7 Create a robust economy through sustainable practices.
Policy 7.1 Support the Economic Development Councils efforts to implement the Sustainable Economy
action plan.
2017 ECONOMIC DEVELOPMENT SUMMIT
Mayor Foster convened an Economic Summit on June 15, 2017 to listen to and learn from the business community.
All businesses in Yelm, along with key community stakeholders and Yelm’s economic development partners, were
invited. Key focus areas of the summit included Transportation & Infrastructure, Blight & Beautification, Starting a
Business, Supporting Existing Businesses, and Fees & Charges.
There were no presentations or speeches given by the Mayor or staff members; this first summit was truly a listening
session, and a very successful one, with great participation from the business community. City staff left with 23 full
sheets of comments.
Part 2 of the Summit took place on August 15, 2017. During the time between the meetings, City staff worked to
consolidate, summarize, and group the comments received at the first summit as well as prepare action steps to
address the comments and concerns.
The purpose of Part 2 was to ensure that staff correctly captured the comments and concerns of the business
community, and to seek business owners approval of the proposed actions. Significantly, the City had already
undertaken or completed a number of the identified action steps.
Although the business community was not able to attend the second summit in the same numbers as the first, the
takeaway was that staff had correctly captured their concerns and that the City was on the right path towards
helping them be successful.
The result of the City’s outreach to the business community is this Economic Development Strategy, a document
designed to help the City accomplish
Mayor Foster and the City Council’s
vision of thoughtful growth of Yelm’s
economic diversity and vitality.
It is the goal of the City to retain
existing businesses, helping them
grow and expand, as well as
attracting new businesses to the City.
PROCESS UNDERTAKEN
4
SUPPORT BUSINESS WHAT WAS SAID
There is confusion over business & occupation (B&O) tax rules & forms
What constitutes taxable sales for B&O tax is not clearly stared
Poor attitude at the City causes roadblocks to new businesses
Codes are confusing
Need transparency & good data about the process and costs for starting a business
Need a one-stop shop for all the information needed to start a business
Forms and information should be online and submitted digitally
Need online checklists for new businesses
Continue to promote the positive direction for Mayor & City Administrator
Be encouraging to small businesses, establish an ombudsman
Lobby for new businesses
Put up welcome & military appreciation banners
Hold new business workshops & mentor new businesses
Get the Small Business Development center to Yelm for training and workshops
Provide economic & geographic data about Yelm to the business community
Create a small business incubator space in Yelm
The process to start or expand a businesses is too complex
Sign regulations need to be revised to increase advertising potential
Home businesses should be encouraged
Public parking is not well marked
POSSIBLE ACTIONS
PUBLISH ALL FORMS ONLINE AND ALLOW FOR DIGITAL SUBMISSION
DEVELOP “ROAD MAPS” AND CHECKLISTS FOR NEW BUSINESSES
Explore using the Washington State business license system
Review B&O reporting requirements and forms
Review and update sign code
Support the Economic Development Council to bring their programs to Yelm
Partner with the Port of Olympia for industrial incubator opportunities
Review home occupation standards
Install additional signage for city facilities & public parking
CONTINUE TO PROMOTE THE POSITIVE DIRECTION OF THE MAYOR & CITY ADMINISTRATOR
DEVELOP AN ECONOMIC STRATEGY TO RETAIN, EXPAND AND ATTRACT BUSINESSES
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REDUCE COSTS INFRASTRUCTURE WHAT WAS SAID
The cost of sign permits, water, impact fees & home occupation permits are too high
B&O tax rates should be reviewed
The cost of installing necessary improvements & upgrading old buildings is too high
Rent is too high in some parts of town
Alternative funding sources needed for new businesses
Create a sliding fee scale for small vs large businesses
Explore tax incentives for new businesses
Defer System Development Charges
POSSIBLE ACTIONS
Connect start-ups with the Economic Development Council’s ThINk local investment program
Review fees & taxes (B&O) annually
Allow the amortization of System Development Charges
Review utility rate, base fees, & connection charges
Prioritize public projects (streets & utilities) in areas targeted for growth & development
Update the Unified Development Code & Engineering Specifications to implement economic goals
Explore incentives to provide affordable commercial space
WHAT WAS SAID
Support the SE Thurston Fire Authority
Find a short-term solution to traffic on Yelm Avenue
What must be available for growth
Water & sewer infrastructure must be maintained and expanded to support growth
Support Intercity Transit to increase service to Yelm
Support Yelm Community Schools as a workforce development partner
Explore options for the use of the Prairie Line Railroad
Work with PSE to increase reliability of the power grid
Improve access to I-5
POSSIBLE ACTIONS
Partner with SE Thurston Fire Authority
Construct local roads to reduce congestion on Yelm Avenue
Obtain water rights to provide for growth in Capital Facilities Plans
Partner with Intercity Transit
Partner with Yelm Community Schools
Review options for the Yelm Prairie Line Railroad
Require all new developments to underground their power & work with PSE to underground existing lines
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BUILD COMMUNITY WHAT WAS SAID
Plant street trees, build more sidewalks and complete streets
Encourage more festivals and events
Promote the trail system and market to recreational bicycles
Beautify the City
Create gateways such as archways over Yelm Avenue
Develop a theme for Yelm
Support the Bountiful Byway project; partner with the Yelm Farmers Market and support agricultural businesses
Continue to work with local press to provide excellent community communication
Open a multi-use space for a small business incubator
Create a walkable community with great destinations
Develop community broadband
Increase higher education opportunities
POSSIBLE ACTIONS
Complete streets and more of them
Work with property owners to remove blight
Engage citizens to participate in the Downtown Corridor Plan
Continue to provide support for community events
Encourage private/public participation to promote the trail system and local events
Work with Yelm Farmers Market to support agricultural business and relocate to Yelm
ECONOMIC DEVELOPMENT DATA OVERVIEW:
This section is focused on data to assess the overall economic conditions of Yelm. The main data sources include
open sourced data from the U.S. Census Bureau – Longitudinal Employer Household Dynamics (LEHD) and private
data from Applied Geographic Solutions. The purpose of this section is to provide Yelm-specific data and an
assessment of that data. The information below is focused on inflows and outflows which are broken up into two
main categories; 1.) People who live within Yelm, and 2.) People who work within Yelm. This assessment will include
inflow/outflow counts on jobs within a particular industry by age, earnings, and educational attainment. Additionally,
an overview of “Retail Potential” will be provided at the end of this section.
INFLOW-OUTFLOW:
Inflow and outflow counts represent individuals who work inside Yelm (inflow), and people who live in Yelm and work
outside of Yelm (outflow). The data for this section is provided by the U.S. Census Bureau – Longitudinal Employer
Household Dynamics (LEHD). The parameters are set to the most recent data available which represents data from
the year 2015 and is focused on “Primary Jobs,” a public or private-sector job that is the highest paying job for an
individual worker. This data set pulls in both Yelm and North Yelm data as identified by the U.S. Census Bureau (see
below for a map of the assessed region).
Based off of the set parameters, 2,210 people live outside of Yelm and work in Yelm (inflow), 443 people live in
Yelm and work in Yelm, and 2,969 people live in Yelm and work outside of Yelm (outflow). See following sections for
a detailed breakdown of these individual by industry, age, earnings, and educational attainment.
INFLOW DESTINATION/COUNTS:
This section analyzes all individuals who are employed in Yelm by the location (city or Census Designated Place -
CDP) in which they reside. Based off of the set parameter, there is a total of 2,653 individuals employed in Yelm,
which includes 2,210 individuals who live outside of Yelm and work in Yelm, and 443 individuals who live in Yelm
and work in Yelm. Of the individuals who do not live in the analysis area, the next top five (5) communities by
number of individuals who are employed (imported) in Yelm include:
Lacey, WA (144 individuals or 5.4% of total)
Olympia, WA (89 individuals or 3.4% of total)
Tacoma, WA (54 individuals or 2.0% of total)
Rainier, WA (42 individuals or 1.6% of total) and,
South Hill CDP, WA (42 individuals or 1.6% of total)
Yelm and North Yelm combined make up a total of 443 individuals which is 16.7% of the total.
8
ECONOMIC DEVELOPMENT DATA OUTFLOW DESTINATION/COUNTS:
This section analyzes all individuals who live in Yelm and are employed outside of Yelm by the location (City or
Census Designated Place - CDP) in which they are employed. Based on the City of Yelm and North Yelm CDP, there
is a total of 3,412 individuals who live in Yelm that are employed, which includes 2,969 individuals who live in of
Yelm and work outside of Yelm, and 443 individuals who live in Yelm and work in Yelm. Of the individuals who do
not live in the analysis area, the next top five (5) communities by number of individuals who are employed
(exported) outside of Yelm include:
Olympia, WA (336 individuals or 10.6% of total)
Tacoma, WA (319 individuals or 9.3% of total)
Lacey, WA (230 individuals or 6.7% of total)
Seattle, WA (192 individuals or 5.6% of total) and,
Lakewood, WA (121 individuals or 3.5% of total)
Note: Tumwater, WA is a close 6th with 113 individuals or 3.3% of the total
Yelm and North Yelm combined make up a total of 443 individuals which is 13.0% of the total.
9
ECONOMIC DEVELOPMENT DATA JOBS BY INDIVIDUAL
This section analyzes the inflow and outflow
of individuals by age, earnings and educa-
tional attainment. As stated in the previous
sections “Inflow Destination/Counts” and
“Outflow Destination/Counts,” the two cate-
gories of analysis are 1.) People who work
within Yelm, and 2.) People who live within
Yelm. Both categories include the 443 indi-
viduals who live in Yelm and work within
Yelm.
JOBS BY AGE
For workers age 29 and under, Yelm imports 25.6% (680 workers) and exports 24.2% (825 workers) of its workforce.
For workers age 30 – 54, Yelm imports 53.4% (1,418 workers) and exports 54.8% (1,870 workers) of its workforce.
For workers 55 or older, Yelm imports 20.9% (555 workers) and exports 21% (717 workers) of its workers.
10
ECONOMIC DEVELOPMENT DATA JOBS BY EARNINGS
Yelm is the home of relatively high wage earners, with 42.1% (1,438 individuals) of its residents who live in Yelm
and work outside of Yelm earning more than $3,333 per month. In comparison to jobs hosted in Yelm, 26.8% (711
individuals) of jobs in Yelm earn more than $3,333 per month. For the earnings category $1,251 - $3,333 per
month, 38.5% (1,312 individu-
als) live in Yelm and work out-
side of Yelm, while Yelm hosts
46.7% (1,239 individuals) of
its workforce who work in
Yelm. For the earnings catego-
ry $1,250 per month or less,
19.4% (662 individuals) live in
Yelm and work outside of
Yelm, while Yelm hosts 26.5%
(703 individuals) of its work-
force who work in Yelm.
JOBS BY EDUCATIONAL ATTAINMENT
Yelm is home to an educated workforce which exports 44.6% (1,521 individuals) of its residents who have attained
anywhere from some college to an advanced degree. In comparison, Yelm’s imported workforce consists of 43.1%
(1,124 individuals) of individuals in this same category. Yelm imports and exports the same percentage of workforce
who have a high school or equivalent degree (no college), which totals 23% for each category, with 786 individuals
who live in Yelm and work elsewhere and 611 individuals who are employed in Yelm. This trend remains the same
within the “less than high school attainment category” at 8.2% for imports and exports. This category is made up of
280 individuals who live in Yelm and work elsewhere and 218 individuals who are employed in Yelm.
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ECONOMIC DEVELOPMENT DATA JOBS BY INDUSTRY
This section analyzes jobs by North American Industry Classification System (NAICS) by inflow and outflows of individ-
uals to and from Yelm. The NAICS is the standard used by Federal statistical agencies in classifying business estab-
lishments for the purpose of collecting, analyzing, and publishing statistical data related to the U.S. business econo-
my. Every business has a NAICS associated with their business and data is available at the census block level. In this
section, the data provided allows for analysis of gaps and opportunities for potential industry recruitment and/or ex-
pansion.
This analysis is made by assessing the top net exporters of workers within a specific industry. One way to look at this
is to look at scenarios where there is a large number of individuals who live in Yelm but commute outside of Yelm for
work (who work in a particular industry) and compare them to workers who commute into Yelm for work in the same
industry. If the number of workers who commute outside of Yelm for the same industry far outweighs the import of
workers, this is an indicator for recruiting and/or expanding businesses within this industry to capture the local talent
that live within Yelm.
The top three net export industries by jobs (individuals who live in Yelm and where they are employed), excluding
Public Administration, include Retail Trade, Health Care & Social Assistance, and Educational Services. These three
industries combined make up 36.7% (1,253 individuals) of all jobs for individuals who live in Yelm. The following is a
breakdown by industry of all individuals who live in Yelm that are employed by a specific industry.
INDUSTRY # OF
INDIVIDUALS
% OF TOTAL
Retail Trade 468 13.7%
Health Care and Social Assistance 452 13.2%
Public Administration 334 9.8%
Educational Services 333 9.8%
Accommodation and Food Services 284 8.3%
Construction 218 6.4%
Administration & Support, Waste Management and Remediation 192 5.6%
Manufacturing 183 5.4%
Professional, Scientific, and Technical Services 155 4.5%
Wholesale Trade 127 3.7%
Other Services (excluding Public Administration) 124 3.6%
Transportation and Warehousing 120 3.5%
Arts, Entertainment, and Recreation 103 3.0%
Finance and Insurance 92 2.7%
Information 63 1.8%
Agriculture, Forestry, Fishing and Hunting 61 1.8%
Real Estate and Rental and Leasing 45 1.3%
Management of Companies and Enterprises 43 1.3%
Utilities 15 0.4%
Mining, Quarrying, and Oil and Gas Extraction 0 0.0%
The top three net import
industries by jobs
(individuals who are em-
ployed in Yelm), include
Educational Services, Re-
tail Trade, and Accommo-
dation and Food Services.
These three industries
combined make up 67.2%
(1,783 individuals) of all
jobs for individuals who are
employed in Yelm. The fol-
lowing is a breakdown by
industry of all individuals
who are employed in Yelm
by industry:
INDUSTRY # OF INDIVIDUALS % OF TOTAL
Educational Services 735 27.7%
Retail Trade 696 26.2%
Accommodation and Food Services 352 13.3%
Health Care and Social Assistance 236 8.9%
Construction 112 4.2%
Other Services (excluding Public Administration) 90 3.4%
Public Administration 79 3.0%
Manufacturing 78 2.9%
Professional, Scientific, and Technical Services 68 2.6%
Information 60 2.3%
Finance and Insurance 49 1.8%
Real Estate and Rental and Leasing 37 1.4%
Wholesale Trade 19 0.7%
Arts, Entertainment, and Recreation 17 0.6%
Transportation and Warehousing 13 0.5%
Agriculture, Forestry, Fishing and Hunting 7 0.3%
Administration & Support, Waste Management and
Remediation
5 0.2%
Mining, Quarrying, and Oil and Gas Extraction 0 0.0%
Utilities 0 0.0%
Management of Companies and Enterprises 0 0.0%
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ECONOMIC DEVELOPMENT DATA RETAIL POTENTIAL
This section analyzes consumer expenditure data provided by
Applied Geographic Solutions. An explanation of Retail Potential
is provided below:
The Census of Retail Trade presents a table known as
the Merchandise Line summary, which relates approxi-
mately 120 merchandise lines (e.g. hardware) to each
of the store types. For each merchandise line, the distri-
bution of sales by store type can be computed, yielding
a conversion table which apportions merchandise line
sales by store type. The AGS Consumer Expenditure da-
tabase was re-computed to these merchandise lines by
aggregating both whole and partial categories, yielding,
at the block group level, a series of merchandise line
estimates which are consistent with the AGS Consumer
Expenditure database. These two components were
then combined in order to derive estimated potential by
store type. The results were then compared to current
retail trade statistics to ensure consistency and com-
pleteness. (Source: Applied Geographic Solutions)
Retail Potential indicates the dollar ($) amount each household
spends on goods or services. This data is then rolled up to the
block group level and aggregated for a specific geography. The
top performing consumer expenditure categories (over $1,000
per household) include Grocery Stores, New Car Dealers, De-
partment Stores, Mail Order and Catalog Stores, Computer
Stores, Pharmacy and Drug Stores, and Warehouse Super-
stores. These top six categories account for 61.2%
($53,392,000) of all consumer expenditures. Below is a break-
down of all consumer expenditures by household and expendi-
ture category:
SUMMARY
Although Yelm is a net-exporter of individuals in the workforce, Yelm attracts a significant number of individuals for
employment opportunities in Yelm – indicating that Yelm is not a “bedroom community.” Yelm imports 2,210 individ-
uals to work in Yelm while exporting 2,969 resident to work outside of the community, and captures 443 individuals
who live and work in Yelm. When summing imports and captures, Yelm offers a total of 2,653 jobs. Below is an over-
view of all sections
Destinations: Yelm employers draws mainly from the greater Puget Sound region while also drawing some of its
workforce from markets to the south. The vast majority of workforce outflow lands northwest of Yelm mainly in
Thurston County and then scattered among the Puget Sound region.
Age: Yelm imports and exports similar types of workers (by age category) with a couple very slight differences. Yelm
exports more workers than they import, however when we look at the percentage of the total imports and exports,
the age categories become fairly even.
Earnings: Yelm is the home of relatively high wage earners. Almost half of its residents who live in Yelm and work
outside of Yelm earning more than $3,333 per month which indicates that middle and high wage earner choose
Yelm for their home.
Education: Yelm is home to an educated workforce, with close to half of its residents having at least some college
experience. In this same category, Yelm imports nearly the same percentage of educated workforce as exports indi-
cating a fairly neutral net gain/loss.
Industry: Yelm is a net importer in three main industries which are inclusive of Retail Trade, Educational Services
and Accommodation & Food Services. Yelm is a net exporter in every other industry category, with the top three ex-
port industries inclusive of Public Administration, Health Care & Social Assistance and Administration & Support Ser-
vices.
Retail Potential: Retail potential data indicates that Yelm residents make the majority of their expenditures in the
following industries: Grocery Stores, New Car Dealers, Department Stores, Mail Order & Catalogs Stores, Pharmacy &
Drug Stores, and Warehouse Superstores.
In comparison with other communities throughout Thurston County, Yelm does not present anomalies. The inflow
and outflow analysis categories are similar to other regions in Thurston County on a percentage basis.
The Yelm region is home to an educated workforce. This attribute should be utilized as a recruitment feature for at-
tracting industries that seek out such a concentration of individuals. This demographic would easily act as an incen-
tive to attract light manufacturing, assembly and data processing and, certainly, given the proximity to JBLM and
their unique needs, electronic and software development. It should be noted that Yelm’s trade area is demonstrated
to be a wide geography, stretching from Tenino in the west to Eatonville in the east. This geographical trade area
speaks to the area’s potential as a retail hub.
13
STRATEGY ELEMENTS The following section is a detailed chapter divided into five critical economic development strategy sections. Within
each section are detailed work elements – all aligned to leverage existing partnerships and to develop new
partnerships. Each element has an identified and proposed lead agency – some are private sector groups and/or
agencies, and some are the City of Yelm itself, but in all instances a team is identified that shares focus and similar
work plans.
WORKFORCE AND EDUCATION
building a quality labor pool and opportunities for residents
BUSINESS DEVELOPMENT AND ENTREPRENEURSHIP DEVELOPMENT
building a culture of entrepreneurism and locally owned businesses; and building capacity within the community to
support growing and expanding businesses
SECTOR GROWTH
recruitment and retention of new business and industry to the community
INFRASTRUCTURE
inclusive of funding strategies and leveraged resources and partners
BRANDING AND MARKETING
ensuring that the brand of Yelm is aligned with the efforts and priorities of the community.
CITY OF YELM ECONOMIC DEVELOPMENT STRATEGY
Focus Area 1: Local Business Development - Create a Culture of Innovation & Entrepreneurship
Support the growth of new businesses and startups, retain and expand existing businesses, and build a robust business support and technical services system.
POLICY SCHEDULE ACTIONS LEAD PARTNERS
Build capacity at the Yelm Area
Chamber of Commerce
Increase leveraged resources and partnerships through the Yelm Chamber and increase capacity for the support of
economic development
Chamber supports regional partnership efforts:
South Thurston Economic Development Initiative
Shop South Program
Thurston Community Economic Alliance
Ensure the Yelm Chamber has opportunities to promote at City functions as the regional voice for supporting commerce
and business
Chamber develops and implements a speakers bureau that promotes commerce and business expansion in the south
Thurston and south Pierce County region
Yelm Chamber
Thurston EDC
City of Yelm
TCEA
STEDI
VCB
TRL
Yelm Schools
Nisqually Tribe
Provide technical support to Yelm
businesses
Establish a Yelm satellite of the Center for Business & Innovation
Coordinate a regular presence by Thurston EDC in Yelm, including the following programs:
Washington Center for Women in Business
Small Business Development Center
SCORE
ScaleUp Training Series
Government procurement assistance through the Procurement Technical Assistance Center (PTAC);
Access to capital through the Thurston Investment Network (ThINk);
Data mining & site location assistance
Create a local investment network for the Yelm area.
Develop “Road Maps” & checklists for new businesses
Provide economic and geographic data about Yelm to the business community
Publish all forms online & allow for digital submission
Explore using the Washington State Business license system
Review B&O reporting requirements and forms
Review & update sign code
Install additional signage for City facilities and public parking
Review fees & taxes (B&O) annually
Allow the amortization of system development charges
Review utility rates, base fees & connection charges
Update the Unified Development Code & engineering specifications to implement economic goals
CB&I
Yelm Chamber
City of Yelm
Thurston EDC
STEDI
SPSCC
Conservation District
WSU Extension
Support cottage industries & home-
based businesses
Ensure appropriate zoning
Review Home Occupation Standards
Hold workshops and provide technical support
Promote business services networks for professional service availability
Create incubator space—space for businesses to grow into
Create an on-line “market” that promotes home based or sole proprietor internet-based businesses for Yelm Chamber
Members
City of Yelm
Yelm Chamber
CB&I
SPSCC
POLICY SCHEDULE ACTIONS LEAD PARTNERS
Foster a youth entrepreneur culture
Support Yelm Community Schools 9th grader entrepreneurship learning in Tech Comm and competition in end-of-year course
project
Encourage industry member participation in the Yelm Schools “Shark Tank” investing activity
Encourage industry members participation in mock interviews
CTE programs and leadership organizations continue working to develop Small Business Enterprise (SBE) opportunities
Bring guest speakers/mentors into classrooms
Encourage local vendor participation in FBLA December Holiday Bazaar
Business partners, EDC, and Chamber support promotion of SBE activities (ie. Holiday Bazaar, Spring FFA Plant Sale, Custom
Product Design & Manufacturing)
Partner with entrepreneurial businesses to mentor and provide job shadows, internships or employment to students
Encourage industry members to volunteer as Judges/Mentors for leadership events
Encourage industry members participation in Spring Job Fair
City of Yelm
Yelm Schools
Yelm Chamber
City of Yelm
SPSCC
Thurston EDC
TRL
Yelm Chamber
Thurston Chamber
TESC
Saint Martins
PACMTN
Yelm Businesses
Create links for continuing
education for entrepreneurs and
small businesses
Create virtual incubators and online classes for entrepreneur classes
Create scholarships for Yelm area businesses to participate in the ScaleUp training series
Explore scholarship availability through Community Development Block Grants
City of Yelm
CB&I
SPSCC
Yelm Chamber
Thurston EDC
SPSCC
TRL
TESC
Saint Martins
CITY OF YELM ECONOMIC DEVELOPMENT STRATEGY
Focus Area 1: Local Business Development - Create a Culture of Innovation & Entrepreneurship
Support the growth of new businesses and startups, retain and expand existing businesses, and build a robust business support and technical services system.
CITY OF YELM ECONOMIC DEVELOPMENT STRATEGY
Focus Area 2: Targeted Industry Growth—Attract & Retain Businesses & Jobs
Identify and recruit employers and industries that are supportive of creating wealth for Yelm’s citizens and provide a strong revenue stream for City of Yelm services.
POLICY SCHEDULE ACTIONS LEAD PARTNERS
Support the development of re-
tail and commercial services to
locate in existing commercially
zoned areas to meet the needs
of the community
Undertake and complete analysis of the community’s retail trade area; this will be inclusive of the region’s demographics, retail leak-
age, and an analysis of the purchasing power of the trade area’s citizens.
Match targeted market with retail potential of local consumer demand and demographics
Pursue unique, specialized expertise to provide customer analytics and strategic business recruitment resources, i.e. Buxton, The Retail
Coach, or other comparable contractors; or a new city employee with the aforementioned specialized expertise, connections and
contacts.
Develop target list and marketing plan for identified retailers
Actively recruit private developers to create a business plan and proactive models for investment
Streamline City permit processes to ensure timeliness of development to meet market demand and ensure competitiveness
Incentivize development through the review and adjustment of fees/permits, local option B&O, and mitigation (i.e. provide tax credit for
local B&O)
Analyze existing zoning for compatibility with development of commercial retail services. If not aligned, work with City to ensure align-
ment
Align with comp plan land use goals and policies
City of Yelm
Yelm Chamber
Thurston EDC
Yelm Businesses
OMB
STEDI
Identify potential businesses to
locate in Yelm’s industrial areas
(focus on clean industry)
Identify supply chain gaps
Identify opportunities within target industry clusters
Develop marketing strategies
Take coordinated public-private sector action to attract new investment
City of Yelm
Thurston EDC
Yelm Chamber
PACMTN
Continue to build relationships
and explore opportunities with
JBLM
Identify total procured goods and services of JBLM and match with existing supply chain
Identify target industries and suppliers that match with procured goods and services of JBLM
Engage in JBLM strategy development for new platforms (i.e. cybersecurity)
City of Yelm
SSMCP
PTAC
Thurston EDC
WMA
Develop intergovernmental col-
laboration and coordination. Fo-
cus on sustainability and align
with economic development or-
ganizations
Participate in monthly economic development practitioners meetings
Provide input at regional strategy groups
Ensure City participation with South Thurston Economic Development Initiative (STEDI)
Align with regional workforce development economic cluster sector analysis that identifies Yelm’s leading and significant economic sec-
tors (i.e. leverage regional cluster analysis for local implementation)
Continue to build strategic partnerships with neighboring counties to attract and retain regional target industry sector investment
City of Yelm
TCEA
Thurston EDC
STEDI
Yelm Chamber
TRL
TRPC
Yelm Schools
Thurston County
Nisqually Tribe
Assess infill development to as-
sure that the built environment is
conducive to supporting the city’s
plans within the GMA guidelines
for density, etc.
Explore incentive opportunities to encourage infill development with the City
Identify redevelopment and infill development capacity through a land use inventory
City of Yelm
Thurston EDC
TRPC
Yelm Chamber
OMB
17
POLICY SCHEDULE ACTIONS LEAD PARTNERS
Foster legislative relationships
and establish a legislative
agenda
Develop relationships with WA State Legislators through targeted outreach
Identify and utilize existing relationships and connections
Convene a legislative liaison team
Track outreach and build database of contact and background information
Create a legislative task force that develops and publishes an annual state legislative agenda that incorporates both civic and busi-
ness needs – and coordinates with County Shared Legislative agenda and the Thurston Community Economic Alliance (TCEA)
Yelm Chamber holds annual legislative breakfast with its membership and elected officials prior to the legislative session
Coordinate with regional partners on pushing appropriate issues to the federal level
Advocate for sustaining funding mechanisms
Yelm Chamber
Thurston Chamber
Thurston EDC
TCEA
City of Yelm,
TRPC
OMB
REALTORS
Build capacity in telecommuni-
cations and fiber networks for
commercial & industrial proper-
ties/business parks and em-
ployment centers
Identify telecom/infrastructure gaps in the network
Place conduit during public works construction projects
Establish public wifi hub
Yelm Chamber
City of Yelm
Thurston EDC
TRPC
WSU Extension
Create a South County telework
center Explore co-location with a small business incubator, library or other appropriate use
Yelm Chamber
City of Yelm
TRPC
Thurston EDC
CB&I
CITY OF YELM ECONOMIC DEVELOPMENT STRATEGY
Focus Area 2: Targeted Industry Growth—Attract & Retain Businesses & Jobs
Identify and recruit employers and industries that are supportive of creating wealth for Yelm’s citizens and provide a strong revenue stream for City of Yelm services.
18
CITY OF YELM ECONOMIC DEVELOPMENT STRATEGY
Focus Area 3: Community Infrastructure Development – Build a Robust Infrastructure that Supports Economic Development through Public-Private Partnerships
Develop a strong infrastructure system that supports long term community needs for job and employment growth.
POLICY SCHEDULE ACTIONS LEAD PARTNERS
Create an inventory of large land
parcels suitable for development.
Provide and prepare supporting
infrastructure
Align with comp plan land use goals and policies
Assess buildable land availability/readiness
Ensure adequate supply of shovel-ready land along primary transportation corridors
Invest in commercial and industrial redevelopment
Obtain water rights to provide for growth
Support regional efforts to protect employment-bearing lands and ensure an adequate supply to match target industries (medical,
manufacturing, food, chemical)
Support brownfield clean-up strategies/planned actions for development and redevelopment
Prioritize public projects (streets & utilities) in areas targeted for growth & development
Support regional efforts to establish and update a matrix of development processes
Publish a white paper as the guidepost for comprehensive plan updates and local land use issues
City of Yelm
Thurston EDC
TCEA
OMB
REALTORS
Continue prioritization of
transportation initiatives
Continue moving forward on development of Yelm Loop
Support/preserve long-term investment in multimodal transportation
Construct local roads to reduce congestion on Yelm Avenue
Consider “last mile” freight delivery needs when developing site design and ingress/egress requirements, street standards, and
neighborhood/commercial circulation
Review options for the Yelm Prairie Line Railroad
NOTE: A $90,000 Surface Transportation Program through the Thurston Regional Planning Council was awarded to Yelm in order to
complete a Downtown Corridor Plan. The plan will develop strategies to move cars through downtown on Yelm Avenue (A State
Highway) while ensuring safe and convenient pedestrian movement with plenty of on-street parking. The plan will be a key part
of the Yelm Economic Strategy and was kicked off in 2017 with completion in 2018.
City of Yelm
TRPC
WSDOT
IT
Continually seek to make permit-
ting process user-friendly
Coordinate with other permitting jurisdictions to advocate for permitting vision, clarity and predictability
*See Focus Area 1, Actions under Policy: Provide technical support to Yelm businesses City of Yelm
Ensure that the housing environ-
ment provides for all markets of
housing needs that support the
residents of Yelm
Ensure that the housing stock of the Yelm trade area is in balance with the population of the community
Conduct an affordable housing inventory that also addresses and defines the range of housing required to support a live/work
community
REALTORS
City of Yelm
Thurston EDC
REALTORS
OMB
Yelm Chamber
TRPC
19
CITY OF YELM ECONOMIC DEVELOPMENT STRATEGY
Focus Area 4: Career Pathways and Workforce Readiness—Ensure a 21st Century Workforce that Supports Business and Sector Divesity
Maintain a progressive education, training, and workforce development system that creates opportunities for all residents and provides access to a qualified talent pool.
POLICY SCHEDULE ACTIONS LEAD PARTNERS
Yelm Community Schools CTE
Program continues to Rock!
Support, celebrate and cherish Yelm Community Schools’ CTE program—perhaps the best in the state. Follow their leadership
and support their efforts through:
Participation
Marketing
Seeking additional funding sources
*See Focus Area 1, Actions under Policy: Foster a youth entrepreneur culture
Yelm Schools
PACMTN
Yelm Chamber
Thurston Chamber
City of Yelm
Thurston EDC
CB&I
STEDI
TCEA
Capitol STEM
Continue development of re-
gional workforce provider asset
map
Match employer needs with appropriate assistance providers
Identify gaps in services
PACMTN
Yelm Schools
Thurston Chamber
Capitol STEM
Recruit vocational education
opportunities to locate in Yelm
Seek ways to encourage the location of vocational education institutions in Yelm, focused on the areas of interest in Yelm, such
as: agriculture, food production, horticulture, forestry, manufacturing and construction
Collaborate with surrounding school districts to leverage regional training opportunities
Yelm Schools
SPSCC
Saint Martin
TESC
Establish a community college
satellite
Coordinate with state run universities and community colleges to promote Yelm as a satellite location for a state education center
Identify demand and opportunities to establish such facility
Engage WA State Workforce Training and Education Coordinating Board for criteria to establish community college programming
SPSCC
City of Yelm
Yelm Schools
PACMTN
TESC
Saint Martins
Yelm Chamber
Thurston Chamber
Establish pipeline for appren-
ticeships and internships
Work with organized labor and State Coordinating Board to establish program, inclusive of construction, trades and vocational
education services
Facilitate extra-curricular STEM learning opportunities for K-12 students to help prepare them for the jobs of tomorrow
Increase student-business interactions and understanding by convening integrated learning events, business tours and other ed-
ucational opportunities
Yelm Schools
PACMTN
SPSCC
Thurston EDC
Trade Associations
WTECB
OMB
Yelm Schools
Build out JBLM workforce pipe-
line
Focus on career and skill development opportunities for military spouses
Support transitioning military personnel into local career opportunities
Host military career transitioning fair
Thurston Chamber
PACMTN
Yelm Schools
TRL
Yelm Chamber
Thurston Chamber
20
CITY OF YELM ECONOMIC DEVELOPMENT STRATEGY
Focus Area 5: Brand Development, Communications, & Partnerships
Implement a comprehensive marketing and communications strategy that develops and builds brand awareness.
POLICY SCHEDULE ACTIONS LEAD PARTNERS
Improve historic Central Busi-
ness District
Support actions to preserve the charm and improve the character of Yelm’s historic Central Business District
Work with property owners to remove blight
Create a walkable community with great destinations
Plant street trees, build more sidewalks & complete streets
Create gateways, such as archways over Yelm Avenue
Develop a theme for Yelm
Seek funding, public/private partnerships and community input on beautification projects
Yelm Chamber
City of Yelm,
Thurston EDC
STEDI
TRPC
VCB
Yelm Schools
Finish Downtown Corridor Plan
Engage citizens to participate in the Downtown Corridor Plan
NOTE: A $90,000 Surface Transportation Program through the Thurston Regional Planning Council was awarded to Yelm in order to
complete a Downtown Corridor Plan. The plan will develop strategies to move cars through downtown on Yelm Avenue (A State
Highway) while ensuring safe and convenient pedestrian movement with plenty of on-street parking. The plan will be a key part
of the Yelm Economic Strategy and was kicked off in 2017 with completion in 2018.
City of Yelm
TRPC
Thurston EDC
STEDI
Yelm Chamber
VCB
Yelm Schools
Capitalize on Yelm’s tourism
attractions
Market Yelm’s attractions to tourists such as its agricultural setting, views of Mount Rainier, location at the head of the proposed
regional railway right-of-way trail, fishing, hiking, bicycling, horseback riding, and day-trip proximity to Mount Rainier, ocean and
theme parks
Encourage private/public participation to promote the trail system and market to recreational bicyclists
Support the Bountiful Byway
Develop a theme for Yelm
VCB
Yelm Chamber
City of Yelm
STEDI
Thurston EDC
Nisqually Tribe
Support the arts as an economic
development engine/Establish a
Washington State Creative Dis-
trict
Support regional efforts to explore public-private partnerships for creation of a community artist’s center as a place for arts to exist
and interact.
Support private efforts to recruit artists and entertainers in order to create vital urban places that make the community an exciting
place to live and attract young innovators
Apply for Yelm to be designated as a Creative District through the WA State Arts Commission
City of Yelm
Yelm Chamber
Thurston EDC
STEDI
VCB,
Arts Commission
Encourage festivals and events Continue City support of events, including through use of the Community Center
VCB
Yelm Chamber
City of Yelm
Yelm Businesses
Thurston EDC
STEDI
Fully utilize the Yelm Community
Center
The Chamber of Commerce, when feasible, should schedule as many of their events at the Community Center as possible – and
utilize the local catering and meeting development sector to provide food, equipment and supplies for the meetings – thus en-
suring that the community sees the Center as the source for civic and business development meetings
City supports use of Center in all ways possible
Yelm Chamber
STEDI
VCB
Thurston EDC
Support a successful Yelm
Farmers Market
Work with the Yelm Farmers Market to support agricultural source businesses
Relocate Market to downtown
Promote and market the Market
Yelm Farmers Market
Yelm Chamber
City of Yelm
Thurston EDC
CB&I
STEDI
VCB
SWOT ANALYSIS STRENGTHS
Yelm has identified strengths that speak to its quality
of life. Many of these items are to be considered as
attributes for recruitment.
Joint Base Lewis McCord (JBLM), workforce
availability, proximity to market, tactical, close to
market supply chain
Natural environment- recreation opportunities/
proximity to national parks
Community recreation (regional trails network,
parks, skate park, splash pad, pump park)
Yelm Community Center
High school/CTE/FFA connections to local
employers and industry
Nisqually Valley News reporting community
information
Small government – accessible, flexible,
responsive
Organized – city with Chamber etc.
Large trade area (South Thurston County, East
Pierce County)
Sewer capacity for growth
Fire services
Rural character
Intercity Transit Service
Utilities – natural gas, and electricity, with capacity
for growth
Broadband and fiber network throughout region
Individuals that are movers and investors
Pockets of personal wealth
Chamber of commerce is recognized and
functional
Local pride (Pride of the Prairie), engaged
community
Regional equestrian center
Senior Center and services
Habitat for Humanity new location
WEAKNESSES
Weaknesses are not necessarily a negative item, but
rather elements that can be and should be addressed
by task forces, Council and/or stakeholders. Many of
these items are included in the proposal.
JBLM – land use restrictions due to proximity;
voters registered out of state and not able to vote
on local issues
Remote – constricted route to major employment
centers and transportation corridors
2-lane road through town can be overly congested
and not conducive to local commerce
Yelm is a gateway – people travel through Yelm to
get somewhere else
Lack of a higher education institution in
proximity
Regional clout – viewed as remote
Water capacity for growth, 300 connections left
No rail line that serves either commercial or
commuters
Municipal budget is limited and caused deferred
maintenance
Out-bound commute -- commuters leave town for
employment
Lack of commercial and industrial buildings for
lease or sale
No direct route or access to a port facility (either
Port of Tacoma, or Port of Olympia)
Chamber of Commerce capacity
Healthcare facilities are limited – two clinics in
town; no trauma care
Financial resources available for business and
industrial development
Lack of diversified industries providing living wage
jobs
No incentives to attract major employer
No youth center, Boys and Girls Club, organized
activities
No veteran services
OPPORTUNITIES
These items typically are considered as readily
achievable items and are incorporated through the
strategy elements.
One of the fastest growing populations of any
community in Washington state
Yelm Loop completion; design 2018,
construction 2019
JBLM, for recruitment and development of
workforce, new residents, and retirees
Gateway to the region – for tourism and
recreation, with trail system network
Located on Bountiful Byway agri-tourism route
Zoned vacant land available– with willing sellers
for commercial/industrial purposes
Nisqually tribe as neighbors, with casino as
employment center
Internationally known (via Ramtha School of
Enlightenment)
Identifiable central business district with
capacity for growth
Equestrian center
Reconstruction of Veteran Memorial
Bike Pump Park
Yelm Prairie Line Trail expansion
Splash Park, playground equipment &
Community Garden at Yelm City Park
YMCA, Yelm location
Chamber of Commerce partnership with city and
EDC on education and training for businesses
Establish an EDC satellite Center for Business &
Innovation for one-stop business services
Establish Yelm as a Creative Arts District
Attract higher education satellite to provide
training and education
Develop a food processing center tied to the
agriculture efforts in south county
Establish a religious/wellness center,
THREATS
Threats are not to be considered as a deterrent to a
positive and proactive action plan, but rather items that
need to be addressed as soon as possible. These help to
formulate the basis for the overarching themes of the
platforms of the action items.
Brain drain — losing youth to other communities after
graduation
Growth — residential is outpacing employment growth
Becoming a bedroom community
Environmental restrictions
Water availability and recharge areas
Municipal budget is tied to retail
Base Realignment and Closure (BRAC) Commission
and JBLM
Isolated from regional growth and capacity building –
population growth but not commercial tax base
Medical environment
CONCLUSION The preceding strategy elements include steps that are recommended be taken. It is anticipated that the end result
will be:
A culture of innovation and entrepreneurship that launches Yelm-based business – launching 10 to 25 new busi-
nesses per year;
Builds a network for employment that supports the youth and students of the Yelm school district as well as the resi-
dents of Yelm – placing over 50 students/youth with meaningful jobs or internships per year;
Recruits investment and employers into the region that creates a foundation for sustained economic development –
establishing new employers in the region that support 75 new employment units per year;
Supports the continued infrastructure of the community and the plans of its leaders;
And builds the economic capacity of the community that will support the City’s capital facilities needs for years to
come.
The Thurston Economic Development Council’s Center for Business & Innovation has undertaken many of the above
detailed work elements. It is well positioned to take on much of the work identified and to ensure that the different
strategic elements are in motion. Strong consideration should be given to the notion of leveraging an agency that
currently conducts much of this work on a regional basis – though it will take resources and investment. The organi-
zation has established professional staff members that can be stationed in the community of Yelm on a regular, if
not full-time basis, to work towards the successful launching and implementation of this proposed economic devel-
opment plan.
Further, it is well known that much of this documents organizing discussions by the city leadership, both private and
public sectors, which have centered upon the need and desire for the recruitment and retention of commercial activ-
ities and commerce. Focus Area 2 of this plan is strategically developed to meet the needs and goals of the city’s
leadership to increase the community’s retail and commercial development. Included in this section are elements
that the author group (Thurston EDC), can and will take as the lead and act as the implementing agency. It should
be noted that the EDC has conducted and delivered in 2005 the report “Yelm Retail Commercial Development Op-
portunities Report.” This report and resulting activities resulted in an aggressive recruitment effort that benefited
the community with three new additional retailers – such activity was decreased based upon the city’s capacity. This
proposed work plan, is crafted to use the 2005 document as a success platform for increased and renewed re-
search and aggressive recruitment.
APPENDIX 1—PARTNERS Capitol STEM
Capital Regional
STEM
Science, Technology, Engineering, and Math
network systems provider and advocate www.washingtonstem.org
CB&I Center for Business
& Innovation
Regional lead for entrepreneurial development,
business assistance, business startup,
investment network and innovation
www.thurstonedc.com/cbi
City of Yelm City of Yelm,
Washington
Municipal governance for the City of Yelm and
urban growth area – permitting, regulatory and
political support
www.yelmwa.gov
IT Intercity Transit Regional public transit provider www.intercitytransit.com
Nisqually Tribe Nisqually Tribe Tribal nation, employment center www.nisquallynsn.gov
OMB Olympia Master
Builders
Advocacy and support network and systems for
construction, builders, and remodelers www.omb.org
PACMTN
Pacific Mountain
Workforce
Development
Council
Regional coordinator and provider of public
workforce systems and resources – and
operator of the One-Stop Workforce
www.pacmtn.org
Yelm Businesses Local Businesses
Public/private partnership that fosters
common goals for development and
investment
Saint Martins Saint Martins
University
Local private university with entrepreneur,
maker space, and curriculum for bachelor
and master’s degree programs
www.stmartin.edu
SBCD
Small Business
Development
Center
Business counseling for business
expansion www.wsbdc.org
SPSCC
South Puget
Sound Community
College
State community college; provider of
vocational education, contract training, and
2-year educational degree programs
www.spscc.edu
SSMCP
South Sound
Military
Partnership
Community activist coalition in support of
Joint Base Lewis McChord and
communities impacted
www.cityoflakewood.us/south-
sound-military-and-communities-
partnership
STEDI
South Thurston
Economic
Development
Initiative
Collaboration of south Thurston County
communities to leverage ideas, best
practices to increase community and
economic development activities
www.thurstonedc.com/stedi
TESC The Evergreen
State College
State college, with focus on entrepreneurs,
agriculture and social impact programs www.evergreen.edu
Thurston Chamber
Thurston County
Chamber of
Commerce
Regional chamber of commerce with
emphasis on workforce development
programs
www.thurstonchamber.com
TCEA
Thurston
Community
Economic Alliance
Regional economic development strategic
alliance – housed at Thurston EDC –based
upon five strategic implementation
elements
www.thurstonedc.com/tcea/
REALTORS
Thurston County
Association of
Realtors
Advocacy group for residential realtors www.thurstoncountyrealtors.org
Conservation
District
Thurston County
Conservation
District
Support and technical services for
agriculture and rural economic
development – land preservation
www.thurstoncd.com
Thurston County Thurston County,
Washington
County political operation, provides
planning, regulatory and permitting in
unincorporated county
www.thurstoncountywa.gov
Thurston EDC
Thurston
Economic
Development
Council
Regional lead for economic development
services – recruit, retain and expand
business
www.thurstonedc.com
TRPC Thurston Regional
Planning Council
Regional forecasting and planning agency –
MPO for Thurston County www.trpc.org
TRL Timberland
Regional Library
Five-county regional public library; provider
of data resources for business; supports
business technical assistance
www.trl.org
24
VCB
Visitors &
Convention
Bureau
Tourism product development and
marketing www.experienceolympia.com
WCWB
Wash Center For
Women in
Business
Provider of technical assistance, coaching
& training for entrepreneurs and
businesses
www.wcwb.org
WMA Washington
Military Alliance
State-wide economic development
practitioners action group in support of
military economic impacted regions
www.wamilitaryalliance.org
PTAC
Procurement
Technical
Assistance Center
Assist business find, bid, and win
government contracts – business
expansion and retention focus
www.washingtonptac.org
Arts Commission Washington State
Arts Commission
State commission in supportive of the arts
– purveyor of the Cultural Arts District
Program
www.arts.wa.gov
WSU Extension
Washington State
University
Extension Services
Agriculture business related support and
technical services extension.wsu.edu
Yelm Chamber
Yelm Area
Chamber of
Commerce
Business development, support and
promotions yelmchamber.com
Yelm Schools Yelm Community
Schools
CTE, internships, connector with business
community www.ycs.wednet.edu
APPENDIX 1—PARTNERS
APPENDIX 2—THURSTON EDC SOUTH THURSTON ECONOMIC DEVELOPMENT INITIATIVE (STEDI) PARTNERS
Participating Jurisdictions
Town of Bucoda
City of Rainier
City of Tenino
City of Yelm
Thurston County
Chambers of Commerce
Grand Mound/Rochester Chamber of Commerce
Tenino Area Chamber of Commerce
Yelm Area Chamber of Commerce
Supporting Organizations
Thurston Economic Development Council
Thurston Regional Planning Council
Visitor & Convention Bureau
Port of Olympia
Thurston Conservation District
WSU Extension
Other Participants
South County business owners
South County civic & community leaders
THURSTON COMMUNITY ECONOMIC ALLIANCE (TCEA) PARTNERS
Focus Area One: Career pathways & workforce readiness
Pacific Mountain Workforce Council
Focus Area Two: Target industry growth & innovation
Thurston Economic Development Council (Lead)
Thurston County and the cities of Olympia, Lacey, Tumwater, and Yelm
Port of Olympia
Evergreen State College
Access USA
Forma Construction
Puget Sound Energy
Kidder Mathews
Olympia Master Builders
Olympia Downtown Association
Focus Area Three: Small business & entrepreneurial resources
Center for Business & Innovation (Lead)
Cities of Tumwater, Olympia & Lacey
Yelm Chamber of Commerce
Thurston County Chamber
Lacey South Sound Chamber
Olympia Downtown Association
North Thurston Public Schools
Port of Olympia
Thurston Talk
DZines
Small Business Development Center
South Puget Sound Community College
The Evergreen State College
St. Martin’s University
Lacey Maker Space
Enterprise for Equity
WA Retail Association
Pacific Coast Bank
Focus Area Four: Infrastructure, policy & funding coordination
Thurston County Chamber of Commerce (Lead)
Shared Legislative Agenda Partnership
Business & Economic Development Committee
Focus Area Five: Brand development, partnerships & communication
Visitor & Convention Bureau (Lead)
KMB Architects
TAGS Awards & Specialties
Athena Group
SCJ Alliance
Olympia Federal Savings
Window Genie
Washington Center for the Performing Arts
Port of Olympia
Thurston EDC
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CENTER FOR BUSINESS & INNOVATION (CB&I) PROGRAMS
Regional lead for entrepreneurial development, business assistance, business startup, investment network and
innovation.
Washington Procurement Technical Assistance (PTAC) Center
Washington PTAC assists small businesses find, bid on and win government contracts. PTAC does this by offering
free one-on-one counseling services, workshops and other support to Washington State based businesses.
Small Business Development Center (SBDC)
Business counseling for business expansion. Small Business Administration (SBA) funded, in partnership with
South Puget Sound Community College (SPSCC).
The Washington Small Business Development Center (WSBDC) is a network of business advisors, trainers, and
support staff who operate from Washington State University, Western Washington University, several of the state’s
community and technical colleges, and selected economic development agencies. Core services revolve around
assisting clients with making better informed business decisions to grow and sustain their businesses. The SBDC
provides in-depth, confidential, no cost customized one-on one business advising, business training and advisor
assisted market intelligence.
Washington Center For Women in Business (WCWB)
Provider of technical assistance, coaching and training on a wide variety of topics to startup and established
businesses and entrepreneurs. While services aren’t limited to women, the WCWB differs from other programs of
the CB&I because its business coaches are dedicated to helping the Womanpreneur see her business goals
realized. The WCWB is funded in part by the U.S. Small Business Administration.
ScaleUp Training Series
ScaleUp is the Center for Business & Innovation’s comprehensive 3-part training series designed for business
owners who want to achieve stronger results for their efforts and to grow their businesses. ScaleUp focuses on
sustainable growth, which requires a holistic approach. That approach includes strategically identifying
opportunities for additional revenues, streamlining to limit expenses, recognizing and being guided by key metrics,
and closely managing cash.
SCORE
SCORE is a nationwide nonprofit association whose mission is to grow successful businesses through education
and mentorship. Their work is supported by the U.S. Small Business Administration (SBA). With a nationwide
network of 13,000+ volunteers, SCORE is able to deliver services at no or low-cost. The CB&I has approximately a
dozen volunteer mentors available, with a diverse range of experience and expertise. Most of the mentors are
retired executives that can help guide clients as they navigate the path of starting their business.
Thurston Investment Network (ThINK)
ThINk is a membership-based network. Through the Thurston Investment Network (ThINk), people with a desire to
have a local component to their investment portfolio have an opportunity to connect with local business owners
who need capital.
Site Selection & Data Mining Assistance
The Thurston EDC provides site selection and data mining assistance to help businesses make the most informed
decision possible when it comes to relocating or finding a site for their business for the first time. Data experts will
take the time to learn specific needs and requirements for a business location and make sure the business is in the
best space possible to meet its goals.